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Delivering Maximum Value

Through Effective Business Analysis

John Parker, CEO


Enfocus Solutions Inc.
www.enfocussolutions.com

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     1  


The  Problem  

Most  IT  Projects  Deliver  Li2le  or  No  Business  Value  

•  Too  many  failed  or  challenged  projects.  


•  Significant  func7onality  is  developed  but  never  used.  
•  Projects  seldom  deliver  benefits  iden7fied  in  the  
business  case.  

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Project  Success  Rates  

Failed,  24%  
Successful,  32%  

Challenged,  44%  

Source:  Standish  Chaos  Report,  2009  

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Project  Success  Rates  

Original   Waterfall   Agile  


Category   DescripJon  
1994   2011   2011  
Completed  on  +me  and  budget,    
Successful  
with  all  features  and  func+ons     16%   14%   42%  
Project     as  specified.    

Completed,  but  were  over  budget,  


Challenged  
late,  or  lacking  some  originally-­‐ 53%   57%   49%  
Project     specified    features  and  func+ons.  

Project  
Abandoned  or  cancelled  at  some  
Impaired/ 31%   29%   9%  
point  and  thus  became  a  total  loss.  
Failed    

Source:  Standish  Group  Chaos  Reports  

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It  Gets  Worse!!!  

The  following  projects  would  have  been  considered  successful  if  


they  had  delivered  all  planned  scope  on-­‐7me  and  on  budget  using  
the  CHAOS  criteria,  but  …  

•  Solu7on  was  ul7mately  not  used  and  withdrawn  because  of  


lack  of  user  adop7on  
•  Solu7on  did  not  deliver  on  business  case  
•  Solu7on  did  not  deliver  expected  business  benefits  
•  Solu7on  had    poor  usability,  poor  performance,  or  high  error  
rates  requiring  rework  

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Waste:  45%  of  FuncJonality  is  never  used  

Source:  Standish  Group  Report  at  XP  Conference  2002  by  Jim  Johnson  
  6  
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Where  are  the  Benefits?  

•  “78%  of  Informa7on  Systems  projects  failed  to  realize  even  50%  
of  the  originally  iden7fied  benefits.”      Source:  Management  Today  
•  “Only  40%  of  CFOs  find  that  their  IT  investments  are  producing  
the  returns  they  expected.  ”          Source:  Gartner,  How  to  Op+mize  IT  Investment  Decisions  
•  “30-­‐40%  of  systems  to  support  business  change  deliver  no  
benefit  whatsoever.”      Source:  OGC,  Successful  Delivery  Toolkit  

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The  Culprit  

Most  Projects  Deliver  Li2le  or  No  Business  Value  

Poor  business  analysis  is  at  the  root  of  most  project  failures.  
o  Poor  requirements  
o  Poor  communica7ons  between  business  and  development  teams.  
o  Business  cases  are  mostly  used  to  secure  funding  and  are  not  used  to  
manage  project  outcomes.  
o  Low  business  analysis  maturity  levels  for  most  organiza7ons  
o  There  is  serious  lack  of  tools  to  support  business  analysis.  

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Top  3  Reasons  for  Challenged  Projects  

1.  Lack  of  User  Input  


2.  Incomplete  Requirements  
3.  Changing  Requirements  

All  of  these  are  symptoms  of  


Poor  Business  Analysis  

Source:  Standish  Chaos  Report,  2011  

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The  Cost  of  Poor  Business  Analysis  

1.  Companies  with  poor  business  analysis  capability  will  have  three  7mes  as  many  project  
failures  as  successes.  
2.  68%  of  companies  are  more  likely  to  have  a  marginal  project  or  outright  failure  than  a  
success  due  to  the  way  they  approach  business  analysis.  In  fact,  50%  of  this  group’s  
projects  were  “runaways”  which  had  any  2  of  the  following:  
 
•  Taking  over  180%  of  target  7me  to  deliver.  
•  Consuming  in  excess  of  160%  of  es7mated  budget.  
•  Delivering  under  70%  of  the  target  required  func7onality.  
3.  Companies  pay  a  premium  of  as  much  as  60%  on  7me  and  budget  when  they  use  poor  
requirements  prac7ces  on  their  projects.  
4.  Over  41%  of  the  IT  development  budget  for  soeware,  staff,  and  external  professional  
services  will  be  consumed  by  poor  requirements  at  the  average  company  using  average  
analysts  versus  the  op7mal  organiza7on.  
5.  The  vast  majority  of  projects  surveyed  did  not  uJlize  sufficient  business  analysis  skills  to  
consistently  bring  projects  in  on  7me  and  budget.  The  level  of  competency  required  is  
higher  than  that  employed  within  projects  for  70%  of  the  companies  surveyed.  
 
 
 
Source:  Business  Analysis  Benchmark,  IAG  Consul7ng  
 
 
 
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EffecJve  Business  Analysis  Must  Address  SoluJon  
Planning,  SoluJon  Delivery  and  Benefits  RealizaJon  
SoluJon  Planning  
•  Develop  business  case  
•  Define  solu7on  scope  
•  Iden7fy  stakeholder  needs  
•  Develop  requirements  
SoluJon  Delivery  
•  Monitor  project  delivery  
•  Assess  and  validate  solu7on  
•  Define  transi7on  requirements  
•  Engage  stakeholders  
Benefits  RealizaJon  
• Measure  performance  based  on  KPIs  
• Assess  performance  
• Op7mize  as  needed  

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Business  Analysis  is  Much  More  than  Requirements  
Requirements   Enterprise  Analysis  
•  Requirements  Elicita7on   •  Problem  Analysis  
•  Requirements  Development   •  Business  Case    
•  Requirements  Management  

OrganizaJon  and  Process  Change  


•  Business  Process  Modeling  
•  Business  Process    Improvement  
•  Stakeholder  Analysis  and  Communica7ons  
•  Organiza7onal  Readiness  
•  Organiza7onal  Change  Management  

Manage  Delivery  of  Value  


•  Solu7on  Assessment  and  Valida7on  
•  Business  Benefits  Realiza7on  
•  Enterprise  Porjolio  Management  
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Business  Analyst  Role:      
More  About  the  Business  than  IT  

•  Business  outcome  oriented  


•  Business  process  improvement  skills  
•  Organiza7onal  change  skills  
•  Broad  (not  deep)  IT  technical  knowledge  
•  Customer  management  skills  
•  Ability  to  conceptualize  and  think  crea7vely  
•  Can  ar7culate  a  vision  
•  Interpersonal  skills,  ethics,  and  integrity  
•  Nego7a7on  and  conflict  management  skills  
•  Analy7cal  and  communica7on  skills  

 
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IIBA’s  Business  Analysis  Framework  

Version  3  is  coming  


There  are  big  changes  coming  in  the  
role  of  business  analysis.  The  focus  will  
be  much  more  on  understanding  
stakeholders  and  their  needs,  
analyzing  change,  and  delivering  value.  

Understanding  how  to  use  these  


components  and  the  rela7onships  
between  them  results  in  understanding  
your  stakeholders,  what  they  value,  and  
how  to  beoer  deliver  that  value.  

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Lack  of  Automated  Business  Analysis  Tools  
•  There  are  many  tools  on  the  market  that  address  some  aspect  of  business  analysis,  but  
most  address  only  a  small  part  of  the  problem.  
•  Many  organiza7ons  use  Microsoe  Word  and  SharePoint  for  business  analysis.  These  are  
good  tools,  but  using  them  for  business  analysis  is  like  using  hammer  and  screwdriver  to  
construct  a  skyscraper.  
•  Most  tools  focus  exclusively  on  the  development  team  and  ignore  stakeholder  and  
business  needs.  

Porjolio     Requirements  
Project  Management   Management   Management  

IT  Service  Management   Agile  Development   Applica7on  Lifecycle  


Management  
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Most  Requirement  Tools  Address  Only  a  Small  
Part  of  Business  Analysis  
ü Problem  statements   ü Requirements  Valida7on  
ü Opportunity  and  vision   ü Requirements  Traceability  
ü Business  Case   ü Requirements  Change  
ü Constraints   Management  
ü Assump7ons   ü Solu7on  Acquisi7on  
ü Stakeholder  Analysis   ü Solu7on  Assessment  and  
ü Business  Process  Analysis   Verifica7on  
ü Capability  Gap  and  Impact   ü Requirements  lifecycle  
Analysis   Management  
ü Business  Rules   ü User  Acceptance  Tests  
ü Elicita7on   ü Transi7on  Requirements  
ü User  Needs  Analysis   ü Retrospec7ves  
ü Requirements  Development   ü Porjolio  Management  
ü Requirements  Bundling   ü Benefits  Realiza7on  Management  
 
Orange  highligh7ng  is  what  simple  requirements  management  tools  provide.  

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Poll  

What    tool  do  you  use  for  business  analysis  ac7vi7es?  

•  Microsoe  Word,  Excel,  and/or  SharePoint  


•  A  simple  requirements  management  tool  
•  A  comprehensive  business  analysis  solu7on  
•  Other    

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Deliver  Maximum  Value  

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A  Balanced  Scorecard  View  of  Business  Value  

Financial   Stakeholder  
Delivering  a  posi7ve  ROI  for   Sa7sfying  the  needs  of  
stakeholders  by  increasing   internal  and  external  
revenues,  decreasing  costs.   stakeholders.  

Internal  Business  Process   Learning  and  Growth  


Improving  performance     Helping  users  adopt  the  
by  reducing  cycle  7me,   solu7on  resul7ng  in  
elimina7ng  waste,  avoiding   increased  skills,  high  
defects,  increasing   employee  sa7sfac7on,  and  
efficiency,  and  spending   bringing  innova7on  to  new  
less  7me  on  non-­‐value   and  exis7ng  products.  
added  ac7vi7es.    

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7  Business  Analysis  Techniques  To  Deliver  More  Value  

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Change  Project  Success  Focus  to  Delivering  Value  

•  The  ul7mate  success    of  a  project  involves  much  more  than  


successfully  delivering  the  solu7on  on  7me,  on  budget,  and  
with  all  planned  scope.    
•  The   m ain   c riteria   f or   s uccess   i s   w hether   t he   b usiness  
benefits   a s   p roposed   d uring   t he   i niJal   b usiness   c ase  
were   a chieved.  

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Achieving  Value  

Source:  Panorama  Consul+ng  

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Why  is  a  Business  Case  Needed?  

•  A  well-­‐defined  business  case  is  an  essenJal  first  step  


for  delivering  more  value  to  the  business.  
•  The  successful  business  case  allows  the  decision  
maker  to  confidently  choose  a  course  of  ac7on.  In    
the  end,  it  answers  the  ques7on:  “Should  we  
undertake  this  iniJaJve?”  
•  The  Business  Case  should  not  be  used  just  for  funding.    
It  should  be  updated  and  used  in  the  benefits  
realiza7on  management  process.  

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Business  Case  Lifecycle  

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Requirements:  Three  PerspecJves  

•  Business  PerspecJve  –  What  business  needs  must  be  sa7sfied,  


and  what  metrics  iden7fy  that  the  project  is  successful?  
 
•  Customer/User  PerspecJve  –  What  problems  needs  to  be  
solved  how  will  users  interact  with  the  solu7on?  
 
•  Technical  PerspecJve  –  What  technology  changes  are  required  
to  ensure  that  the  project’s  objec7ves  will  be  accomplished?  

Not  adequately  addressing  all  three  of  these  perspec7ves  


will  result  in  a  subop7mal  solu7on.  

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5  Types  of  Requirements  

•  According  to  IIBA’s  BABOK,  there  are  


five  types  of  requirements.   Business  Requirements  
•  The  vast  majority  of  requirements  
management  tool  only  addresses  
solu7on  requirements.   Stakeholder  Requirements  
•  Business  stakeholder  and  transi7on  
requirements  cannot  be  not  ignored  to   SoluJon  Requirements  
achieve  maximum  value.   Func7onal   Nonfunc7onal  
•  If  your  current  requirements  tool  does  
not  support  all  5  types  of  requirements,   TransiJon  Requirements  
find  a  different  tool!  

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Good  Requirements  are  Needed  to  Achieve  Value  

Requirement  Type   Goal  


Business  Requirements   Maximize  business  value  
Stakeholder  Requirements   Achieve  user  adop7on  and  minimize  post-­‐implementa7on  produc7vity  drop  
Solu7on  Requirements   Shorten  delivery  cycle  and  eliminate  waste  through  less  rework  and  priori7za7on  
Transi7on  Requirements   Minimize  post-­‐implementa7on  produc7vity  drop  

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The  Case  for  Good  Requirements  
Quality  and  Cost  Savings  

As  much  as  a  200:1  cost  savings  


results  from  finding  errors  in  the  
requirements  stage  versus  finding  
errors  in  the  maintenance  stage  of  
the  sogware  lifecycle.  

56%  of  all  bugs  can  be  traced  to  


errors  made  during  the  
requirements  stage  

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Requirements  Maturity  
On  average,  performance  virtually  doubled  as  organiza7ons  progressed  from  
using  an  ad-­‐hoc  approach  for  requirements  defini7on  and  management  to  
having  ins7tu7onalized  and  consistent  competency  in  business  analysis.    

•  Improved  on  7me  performance  of  technology  projects  


increased  by  161%.    
•  Reduced  7me  overruns  on  projects  by  87%.    
•  Improved  average  on  budget  performance  for  technology  
projects  by  just  over  95%.    
•  Reduced  budget  overruns  by  just  under  75%.    
•  Improved  the  per  cent  of  projects  that  deliver  100%  of  the  
func7onality  needed  by  the  business  by  just  over  75%.    
•  Reduced  average  func7onality  missed  by  approximately  78%.    

Source:  IAG  Consul+ng  Business  Analysis  Benchmark  2009  

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How  can  be2er  CollaboraJon  between  
the  SoluJon  Team  and  Stakeholders  Help?    

•  Lack  of  user  input  is  the  #1  cause  of  project  failures.  
•  Joint  ownership  of  requirements  results  in  lower  costs  and  
higher  quality  solu7ons.  
•  Organiza7on  change  goes  more  smoothly  when  users  and  
other  stakeholders  are  involved  through  the  en7re  lifecycle.  
•  Effec7ve  business  analysis  is  the  key  for  beoer  collabora7on  
between  stakeholders  and  developers.  

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Joint  Responsibility  for  Requirements  
Makes  a  Big  Difference  

Who  owns  Primary   Budget   Time   FuncJonality   Stakeholder  Time  


Responsibility  for  Requirements   %  of  Target   %  of  Target   %  of  Target   %  of  Target  

IT     162.9   172   91.4   172.9  


Business   196.5   245.3   110.1   201.3  
Jointly  Owned   143.4   159.3   103.7   163.4  

Source  IAG  Business  Analysis  Benchmark,  2008  

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Engage  your  Stakeholders!!!  
•  Learn  background  and  purpose  of  project  
•  Document  and  express  needs  
•  Document  business  rules  
•  Gather  relevant  background  materials  
•  Review  and  validate  requirements  
•  Par7cipate  in  requirement  priori7za7on  
•  Review  design  documents  
•  Par7cipate  in  soeware  and  prototype  demonstra7ons  
•  Par7cipate  in  retrospec7ves  and  capturing  lessons  learned  
•  Provide  addi7onal  informa7on  for  unclear  requirements  
•  Build  test  scenarios  and  test  cases  for  user  acceptance  tes7ng  
•  Perform  user  acceptance  tests  
•  Approve  changes  to  requirement  specifica7ons  
•  Define  transi7on  requirements  
•  Help  prepare  the  organiza7on  for  change  

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What  is  SoluJon  Scope?  

Project  Scope   SoluJon  Scope  

Project  Scope  includes  the   The  Solu7on  Scope  describes  


work  needed  to  create  a   the  characteris7cs,  features,  
product  or  deliver  a  service   or  func7ons  of  the  product  or  
or  result.  Project  Scope   service  to  be  built.    Solu7on  
defines  the  work  required  to   scope  is  all  about  the  solu7on  
create  and  deploy  the   to  be  implemented:  how  will  
product.  The  project  scope   it  look,  how  will  it  func7on,  
statement  is  prepared  by  the   and  other  characteris7cs,  etc.  
project  manager.   A  business  analyst  prepares  
the  product  or  solu7on  scope.  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     33  


Why  is  SoluJon  Scope  important?  

•  Solu7on  scope  consists  of  high-­‐level  Features  of  the  proposed  solu7on.  
•  Features  should  be  priori7zed  based  on  business  value.  
•  Features  are  used  to  capture  stakeholder  needs  and  organize  requirements.  
•  Using  features  significantly  reduces  solu7on  scope  creep.  
•  Using  features  is  highly-­‐beneficial  for  both  Agile  and  Waterfall  
development,    as  well  as  implementa7on  of  Commercial  Packages.  
•  Managing  Features  =  Managing  Business  Value  

Carefully  defined  solu7on  scope  is  key  to  


prevent  scope  creep,  deliver  value,  and  
serve  as  a  basis  for  gathering  user  needs  and  
developing  requirement  specifica7ons.  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     34  


Two  Types  of  Value  for  the  User  

Value  is  helping  the  user  get  a  job  done  faster,  more  
conveniently,  and  less  expensively  than  before.  
   

Pain  Relievers   Gain  Creators  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     35  


IdenJfy  and  Understand  Your  Users  

•  Iden7fy  all  your  various  types  of    users  


•  Prepare  a  persona  for  each  user  type  
•  The  personas  should  contain:  
Ø Responsibili7es  
Ø Systems  and  Services  Used  
Ø Profile  
Ø Expecta7ons  
•  Review  the  persona  with  real  users  to  
ensure  that  it  adequately  represents    
their  view.  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     36  


Understand  User’s  AcJviJes  and  Problems  
•  Users  frequently  cannot  describe  their  needs.  However,  they  
almost  always  describe  what  they  do  and  what  problems  they  
frequently  encounter.  
•  When  customers  do  understand  their  needs,  they  oeen  cannot  
communicate  these  needs  clearly  to  developers.    
•  Users  should  develop  scenarios  that  describe  the  work  they  do.  
Ø  Problem  Scenarios  –  Describe  problems  encountered  in  
performing  their  work  
Ø  AcJvity  Scenarios  –  Describe  how  users  perform  their  daily  work  
Ø  InteracJon  Scenarios  –  Describe  how  users  interact  with  the  system  
•  Business  Analysts  read  the  scenarios  to  determine  how  the  
solu7on  will  add  value  to  the  user’s  job.  
Ø  Pain  Relievers  
Ø  Gain  Creators  
•  Business  Analysts  develop  func7onal  requirements  to  address  the  
needs  outlined  in  the  scenarios  and  validate  the  requirements  
with  users  and  developers.  
©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     37  
What  are  the  Key  Reasons  Expected  Business  
Benefits  are  not  Achieved?  

•  The  business  problem  was  poorly  defined  giving  rise  to  a  


flawed  business  case.  
•  The  business  case  was  poorly  developed  and  established  an  
incorrect  or  unrealis7c  expecta7on.    
•  Requirements  for  the  solu7on  were  inaccurate,  
incomplete,  or  were  poorly  defined.    
•  Delivery  of  the  solu7on  was  poorly  executed.      
•  The  technical  solu7on  was  fundamentally  flawed.      
•  The  delivered  solu7on  was  not  effec7vely  adopted  by  
the  business.      
•  The  business  changed  significantly  between  incep7on  and  
project  comple7on.  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     38  


Value  Index  

 
 
 
Business  Benefits  Received  
-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐  
SoluJon  Cost  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     39  


Benefits  RealizaJon  Management  

•  Benefits  realiza7on  starts  with  defining  a  realis7c  


business  case.  
•  Benefits  do  not  just  happen.    
•  Benefits  realiza7on  has  its  own  lifecycle.  
•  Benefits  rarely  happen  according  to  plan.  
•  Benefits  realiza7on  is  a  con7nuous  process  of  envisioning  
results,  implemen7ng,  checking  intermediate  results,  and  
dynamically  adjus7ng  the  path  leading  from  investments  
to  business  results.    
•  Benefits  realiza7on  is  a  process  that  can  and  must  be  
managed,  just  like  any  other  business  process.  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     40  


Benefits  RealizaJon  Management  

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Benefits  RealizaJon  Management  

1.  Validate  and  Re-­‐Validate  the  Business  Case    


2.  Create  Benefit  Realiza7on  Accountability  
3.  Create  a  Benefit  Realiza7on  Management  Plan  
4.  Measure  and  Evaluate  Benefits  Realiza7on  at  Key  Points  
5.  Iden7fy  Problems  and  Document  Solu7ons  
6.  Con7nually  Op7mize  Processes,  Organiza7on,  and  
Technology  to  Achieve  Benefits    
7.  Create  a  Benefits  Dashboard  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     42  


Poll  

To  what  extent  does  your  organiza7on  perform    


benefits  realiza7on  management  ?  

•  Done  for  every  project  


•  Never  
•  Occasionally  for  high  profile  projects  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     43  


Pormolio  Management  
PorPolio  Management  is  a  corporate,  strategic  level  process  for  
coordina+ng  successful  delivery  across  an  organiza+on's  en+re  set  of  
programs  and  projects.  
•  To  obtain  the  highest  return  from  your  available  resources  given    
an  acceptable  level  of  risk.  
•  To  ensure  balance  –  in  terms  of  investment  types  and  
organiza7onal  strategies.  
•  To  ensure  funding  alloca7ons  reflect  business  priori7es.  
•  To  reallocate  funds  when  performance  deteriorates  and/or  
priori7es  change.  
•  To  manage  dependencies,  constraints  and  minimize  double  coun7ng  
of  benefits.  
•  To  manage  Porjolio-­‐level  risk  and  uncertainty.  
•  To  provide  transparent  repor7ng  on  performance  from  strategic    
intent  to  benefits  realiza7on.  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     44  


Pormolio  Management  is  More  Than  Just  Projects  

Project   Stakeholder   Process   IT  Service  


Porjolio   Porjolio   Porjolio   Porjolio  
       
Strategy   People   Process   Technology  
       
PPM   Org.  Change   BPM   ITSM  

•  Project  Porjolio  Management  (PPM)  is  oeen  not  understood  or  


embraced  and  is  oeen  managed  quite  haphazardly.  
•  PPM  is  oeen  has  different  tools  and  processes  and  organiza7ons  
to  manage  projects,  processes,  applica7ons,  and  IT  services.    
•  Enterprise  porjolio  management  involves  addressing  strategy,  
people,  process,  and  technology.  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     45  


Pormolio  Management  
Managing  for  Value  
Evaluate  
•  Value  
Value   Are  the  benefits  worth  the  effort  and  risk?  
•  Alignment  
•  Fit  
•  Innova7on  
Do  the  projects  contribute  to  the  strategic   OpJmize  
Alignment   goals  of  the  company?   •  Re-­‐Scope  
•  Re-­‐Classify  
•  Re-­‐Assign  (resources)  
Do  we  have  the  resources  and  skills  to   •  Re-­‐Design  (merge)  
Fit   complete  the  project?   •  Remove  (cancel)  
•  Reschedule  

Monitor  
Are  we  willing  to  invest  something  new  and   •  KPIs  
InnovaJon   will  we  gain  a  compe77ve  advantage?   •  Solu7on  Delivery  
•  Benefits  Realiza7on  
•  Stakeholder  Sa7sfac7on  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     46  


Gartner’s  View  of  Pormolio  Management  
•  Enterprise  Pormolio  Management  Offices  are  beginning  to  emerge.  The  key  driver  is  
the  need  to  merge  technology  and  business  projects  under  the  same  organiza7on.    
•  Organiza7ons  must  consider  moving  beyond  tradi7onal  IT  porjolio  management  
to  align  with  mission  cri7cal  business  objec7ves.  
•  Since  2008,  there  has  been  a  high  rate  of  PMO  startup  ac7vity  with  an  
implementa7on  failure  rate  of  more  than  50%.    
•  By  2014,  more  than  30%  of  organiza7ons  will  experience  a  proliferaJon  of  
sogware  tools  installed  to  support  Project  and  Porjolio  Management  processes  
and  projects.  
•  “Don’t  start  a  PMO  unless  it  focuses  on  demonstrable  results  and  business  value  
vs.  process  and  administra9ve  burden.”  
Source:  Gartner  Group  –  Project  Manager  2014  

Effec7ve  porjolio  management  requires  managing  strategy,  people,  


processes,  and  technology  and  focuses  on  delivering    business  value,    
not  crea7ng  an  addi7onal  process  or  administra7ve  burden.  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     47  


Key  Takeaways  for  Pormolio  Management  

•  PMOs  will  emerge  to  EPMOs  merging  IT  and  business  


porjolio  silos  including:  
Ø IT  Service  Porjolio  Management  
Ø Tradi7onal  PMOs    
Ø BA  Centers  of  Excellence  
•  Porjolio  management  will  focus  more  on  delivering  value  
and  less  on  standardiza7on  of  processes  and  
administra7on  
•  By  2014,  companies  will  invest  30%  less  7me  and  money  
in  tradi7onal  IT  project  management  than  in  2011.  
(Source:  Gartner  Group)  
•  Business  analysis  skills  will  play  a  major  role  in  realizing  
the  poten7al  benefits  of  an  EPMO.  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     48  


Business  Value  Lifecycle  

Pormolio  Management   Project  Delivery   Benefits  RealizaJon  


“Doing  the  Right  Projects”   “Doing  Projects  Right”   “Harves+ng  the  Benefits”  

•  Solu7on  Scoping   •  Requirements   •  Measure  


•  Business  Case   •  Design   •  Evaluate  
•  Priori7za7on   •  Build   •  Op7mize  
•  Approval   •  Test  
•  Closing  projects     •  Deploy  
that  are  no  longer  
important  

Porjolio  Governance   Project  Management  


Business  Analysis  
Enterprise  Porjolio  Management  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     49  


The  Enfocus  Requirement  Suite™  is  a  
Comprehensive  Business  Analysis  SoluJon  

Successful  projects  require  a  proven  business  analysis  solu7on,  


not  just  a  simple  requirements  management  tool.  
•  Defining  the  Problem  
•  Preparing  the  Business  Case  
•  Op7mizing  the  Business  Process  
•  Addressing  Organiza7onal  Change  
•  Scoping  the  Solu7on  
•  Elici7ng  Needs  
•  Developing  the  Solu7on  Requirements  
•  Managing  the  Requirements  
•  Planning  the  Transi7on  
•  Assessing  the  Solu7on  
•  Realizing  the  Benefits  
•  Managing  the  Enterprise  Porjolio  

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Enfocus   Requirements  Suite™  
Product  Components  
Provided  as  a  hosted  Sogware  as  a  Service  (SaaS)  Offering  

Sogware   Comprehensive  Tool   CollaboraJon  


Requirement  management   Collabora7on  and  
tool  to  deliver  business  value   communica7on  for    
and  innova7on.   customer  sa7sfac7on.  

Content   Methods  and  Techniques   Training  and  Knowledge  


Best  prac7ce  requirement   Business  analyst  training  and  
management  methods     prac7ce  aids  for  excellent  
and  techniques.   requirements.  

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Support  for  Industry  Best  PracJces  
Compliance  with  Industry  Standards  

The  Enfocus  Requirements  Suite™  


provides  full  support  for  every  task    
in  IIBA’s  BABOK.  
In  addi7on,  the  following  other  best  
prac7ces  are  addressed  in  the  tool:  
 
•  CMMI    
•  ITIL  Service  Strategy  and  Design  
•  BPM  CBOK  
•  TOGAF  
•  PMBOK  
•  APQC  PCF  
 

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     52  


Enfocus  Requirements  Suite™  
Facilita7ng  Collabora7on  between  Teams  and  Stakeholders  

Solu7on  Teams   Stakeholders  

Shared  Repository  

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Enfocus  Requirements  Suite  
Requirements  Excellence  Framework™  

The  Requirements  Excellence  Framework™  is  a  complete  


business  analysis  methodology  that  addresses  both  business  
analysis  and  stakeholder  tasks.  

Using    Requirements  Excellence  Framework™  helps  deliver  


maximum  value  to  the  business.  

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Requirements  Development  
Enter  Requirements  Using  Paoerns  

©  Copyright  2012  Enfocus  Solu7ons  Inc.  All  Rights  Reserved.     55  


Example  Requirements  
Requirement  Coach  

•  Comprehensive  business  
analysis  training  by  industry  
expert,  Karl  Wiegers  
•  APQC  Benchmarking  
•  Thousands  of  example  
requirements  
•  KPIs  for  numerous  industries  
and  processes  
•  Numerous  checklists  and  templates  
•  Hundreds  of  example  personas  
and  scenarios  

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Next  Steps:  

•  Visit    www.enfocussolu7ons.com  for  more  informa7on  


about  our  company  and  our  product.  
•  Contact  our  sales  department  for  more  informa7on  or  to  
schedule  a  demo.  
•  Sign  up  for  a  free  Trial.  
•  Select  Enfocus  Solu7ons  as  your  tool  vendor  and  partner.  
•  Start  Maximizing  Business  Value  through  Beoer  Business  
Analysis.  

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Q  &  A  

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